“How do you personally
take charge in a meeting “when you feel others
are being disrespectful?” – I guess Brittany’s asking for herself and for everybody who’s listening. For me, I mean, I just get involve–
(laughs) I mean, first of all 99% of the time, the context of the meeting,
I have the leverage. Either it’s my meeting and/or
I have a lot of authority or street cred to open my mouth. One more time, how do you
take charge when you think somebody else is being disrespected? – [India] When you feel others
are being disrespectful, meaning, if it’s uncomfortable– – I see this all the time and I see people struggling with it especially if they’re middle management or the new kid on the block, or an intern. But they have the EQ or
the empathy and like, this is unfortunate. I would say that there’s
only two ways to live life. To tactfully address things or to eat and have regrets
that you didn’t address it. What’s the name again? Brittany. Brittany, I think that
you have choices here. If I was in a meeting with this crew and I was being disrespectful to Staphon and India felt like she
wanted to say something. What’s running through her mind is, if I call Gary out here, and first of all, she has
a lot of context on me so she’s probably thinking, oh crap, Staphon’s doing something
wrong that I don’t know about ’cause Gary’s usually right. But let’s say I was tone deaf
(laughs) and I didn’t have equity with
her and it was her first week. She’s thinking that if
she calls me out and says, Gary, why are doing– You’re being rude. She’s thinking, oh crap,
that can get me fired. And then, what does it mean to me? People are doing practical– There’s always the pressure
of doing the right thing versus the practical thing. And then you’re always questioning, are you good enough to know
what the right thing is. There’s all that stuff. I don’t know, I have had a very successful life. Forget about career. On being comfortable of addressing things in real time, in the room, if it needs to. My level of thinking of
disrespect is quite high because I like combativeness
and competitiveness and I’ve also always had leverage. I work for myself. So, my advice to myself or how I think about the
world is very different than the advice I’d
give to a lot of people. I think you go with the one strike policy. India should grab me or send me an email after that meeting and say,
hey, I felt a hair uncomfortable with the way that you were
treating Staphon in that meeting. Can we either talk about
it, she’d grab me in person. She can send an email. I like in person ’cause
no context is lost. ‘Cause if I got that
email from India, I’m like that’s a little prima
donna for a youngster. (laughs)
She doesn’t know all the details. But if she told it to me, I’d be able to feel the energy. That’s one lesson I’d like
a lot of you to learn. Sending a text or sending an email, where it’s an important moment, you’re losing so much context. The energy, especially if
you go to an EQ person, the energy is so powerful when
you can create the context so I highly recommend that. But I would probably
go with a communication that wasn’t confrontational
in the room with that manager or that boss the first time. Behind the scenes,
lightweight, treading water. And then, A, seeing how they respond. Because I would respond, and we’ve been there and done that, India. I would respond favorable
which would make you more comfortable and
safe to talk to me again. Others will be like,
shut you (blank) mouth. And that would make
you not as much comfort and then I would address it
in the room the second time. If I said, shut your
fuckin’ mouth to India and then she did it again the second time, couple things would happen. She’d feel like she was
getting that off her chest. More importantly, I’d be like, damn, she really does care about this. It’s just life. Doing the right thing is
always the right thing. You just gotta make sure
you’re doing the right thing. Way to many people romantically wanna fight against the system, fight against the boss, fight against the company. And I’ve had people in this organization that have barked up the wrong tree. Because they’ve worked in other places where the person doesn’t give a crap and doesn’t turn every stone and doesn’t have a ton of context. That is something you
need to be careful of. Do not walk into a buzzsaw
because you do have a manager or boss that actually knows
what they’re talking about. Now, if you’re great at EQ
and the tone and the taste, roll, let roll. But this is not a very simple question. There’s a lot of angles, as you could see, in two quick seconds
that I’ve given you here, it’s a lot of context building. Who are you standing up for? I mean, the amount of
times that people here have stood up for somebody
who’s straight losing, doing the wrong thing, but they’re homies. Matt, let’s talk to you
because they hear it from this. – Okay. – We have a tremendous culture here where, obviously, I’d like to say that but how many friends do
you have in this company? People you actually hang
out with outside of work? – A solid amount. – Give me a number. – 15, 20. – Great, so first of all, everybody who at Vayner’s
watching this is now wondering, wait a minute, am I number
21 and what the hell. – Sorry guys. – I thought we were friends. (laughs) 15 to 20, I think anybody who’s watching we would all recognize
and that’s a big number. There’s a lot of people watching here who don’t have single friend. Outside, everybody just– If you, not if, when your friend, one of those 15 to 20 complains about Vayner,
it’s impossible for you not to take their side,
they’re your friend. – Exactly. – I mean, that’s an impossible game. – Absolutely. – And I assume, I’m asking you now. Even though you like me
and think I’m a good guy and it’s a good company, good culture. It’s so much easier to have
Janet’s back than the company’s. – Sure. – That right there, is
the issue at hand, right. You might be standing up for somebody. Have you ever wanted to
stand up for somebody? – [Matt] Yeah. – Have you? – [Matt] Sometimes yes and sometimes no. – Right, and so it’s just tough ’cause
you don’t know every– I mean, I know a lot of the
friend pods in this company. I knew to ask that question ’cause I knew it was a good outcome because I know what’s
going on here, right. Even people that are a little quiet or what have you are finding friends. It’s amazing, right. We got a good thing going. The danger of that is blind
support to your homies versus what’s going on in the office. There are people here who are the greatest human– I literally want to adopt them. I literally want to adopt them, hey come in my family. I love you that much. Who are average workers. That’s just real-life shit. To think if I was their homie, outside of work and had all the feelings of the humanity that is
them which is remarkable. I want to adopt them. And to think about them complaining or struggle, why didn’t I get promoted, my boss is not taking care of me, this and that and the other thing. It’s impossible for the
other 550 people here intermingled with each other
not to support that person. They’re the best. But I have the optics of
another thing which is the black and white. Not the warm and fuzzy, the do you have skill. I’m the greatest guy of all time. I don’t think LeBron wants
me on his basketball team. I don’t have the raw skills to provide him value for
what he’s trying to achieve. I’m the best. And if he wants to do business I’ll make him more money
than he can even realize. Even more than he makes, which
is more than he can realize. And that’s the game. And so, that’s the other
part of the equation. You gonna step up for the
greatest person of all time, cool. You just might get caught because they’re actually below average or not doing a good job. Or they may actually act differently, I mean, this is happening here too. There are people that,
outside of these four walls, I want to adopt. But when you watch them, how they act within a work environment, they’re just okay. Lot a sweeties. And then a little snarky and manipulative and political in the building. That’s just real life. So know who you’re standing up for. Interesting shit. – Got really deep. – Yeah, it got very deep. That’s something we can all learn from. I’ve learned that lesson. Like, I know this guy, he’s the greatest. And like wait a minute,
he sucks in the store. I saw with my own
friends that work for me. So, anyway. – [India] It’s intense. – It is intense. It’s intense because it’s so, this is where
judging where you work or who you work for is the key. And understand what
they’re good and bad at. Meaning, you could have a great manager, top, top, manager. And they might be strong at X but they might bad at Y. And if they’re bad at Y, you need to context that. There’s no blanket statement,
even on the person. I have a lot of points of view on your strengths and weaknesses from a lot of different people. Way more than you’d ever think. – [Matt] Oh, I’m sure. – In a good way, meaning it’s
why we’re so calculated here of what we do. ‘Cause we don’t take the
main boss’s point of view on somebody. It’s 360. It’s contemporaries, it’s
friends outside of work. It’s people that never heard of him. It’s people that work for you. You can’t just be like, oh the boss– If you let that, they’re
just manipulate what’s in their best interest. ‘Cause they’re just human,
it’s not their fault. But I think that’s what
makes our place tick because people have
seen very senior people not win the battle against
very junior people. Then that’s like whoa, and that’s cool. I don’t know how I got on that tangent. I know how, If you wanna step up
for somebody in the room you better know all the scores. The conversation.